CHAPTER 10

PROJECT COMMUNICATIONS MANAGEMENTPROJECT COMMUNICATIONS MANAGEMENT

Ahmad H. Maharma PMP®

PM Knowledge Areas & Process Groups

PM Process Groups / KnowledgeArea Processes

Initiating Process Group

Planning Process Group Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectProject Management Integration

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project WorkIntegrated Change Control

Close Project

Project Scope Management

Collect requirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Project Time Define Activity Schedule ControlProject Time Management

Define Activity Sequence ActivityEstimating ResourceEstimating Duration Develop Schedule

Schedule Control

Project Cost Management

Estimating CostBudgeting Cost

Control Cost

Project Quality Management

Quality Planning Perform Quality Assurance Perform Quality Control

Project HR Management

Human Resources Planning Acquire Project TeamDevelop Project TeamManage Project Team

ProjectCommunications Management

Identify Stakeholders Plan Communications Distribute Information Manage stakeholders expectations

Performance Reporting

Project Risk Management

Plan Risk ManagementRisk IdentificationQualitative / Quantitative Risk A l i

Risk Monitoring and Control

AnalysisRisk Response Planning

Project Procurement Management

Plan procurement Conduct procurement Administer Contract Close procurement

Project Communication Management

PlanningProcesses

Monitoring &Controlling Processes

Enter phase/Start project

Exit phase/End project

InitiatingProcesses

ClosingProcesses

ExecutingProcesses

Knowledge AreaProcess

I iti ti Pl i E ti Monitoring & Cl iInitiating Planning Executing gContol Closing

Communication Indentify St k h ld

Plan C i ti

Distribute InformationManage Stakeholders - Report

P fCommunication Stakeholder Communication gExpectations Performance

Project Communication Management

• The process required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of 

j i f iproject information.

• Project managers spend the majority of their time to communicate.• Some potential dimensions of communication activity:

– Internal – externalFormal informal– Formal – informal

– Vertical – horizontal– Official – unofficial– Written – oral– Verbal –non‐verbal

Stakeholder Analysis• A technique of systematically gathering and analyzing 

quantitative & qualitative information to determine whose i t t h ld b t k i t t th h t th j tinterests should be taken into account throughout the project.

• Step 1: Identify all potential j t t k h ld d l t

Keep Satisfied

ManageClosely

High• D• F

project stakeholders and relevant information

• Step 2: Identify the potential 

Closely

Powe

r • A• C • G

• Himpact or support each stakeholder could generate and classify them so as to define an approach strategy

KeepInformed

Monitor(Minimum Effort)

• B

• E

H

approach strategy.

• Step 3: Assess how key stakeholder are likely to react or  Sample grid showing classification model

InterestLow High

respond in various situation

Output of Identify Stakeholder

• Stakeholder Register C Role in D / A i d bName Contact

Information

Role in Project Department/

Supervisor Company Impact Influence Main expectations Attitude about the project Major requirement

• Stakeholder Management Strategy- Defines an approach to increase the support and minimize negative impacts of

stakeholder.- The information could be too sensitive to be shared.- A common way of representing is by using a stakeholder analysis matrix.

Stakeholder Stakeholder interest(s) in the project

Assessment of impact Potential strategies for gaining support or reducing obstacles

Communication Requirement Analysis• Includes communicating in all directions

Customer, sponsor, Functional managers and Team Members

• Consider the number of potential communication channels or paths

managers, and Team Members

Other P j t Other TheProject

ManagersOther

Projectse

Project

• Determine and limit who will communicate

Other Stakeholders

• Formula:Determine and limit who will communicate with whom and who will receive what information.

)1( −NN2

Communication Model• Basic Communication Model

– The components in the model need to be taken into account when discussing project comm nicationscommunications.

– The sender is responsible for making information clear and complete so that the receiver can receive it correctly, and for confirming that it is properly understood.

SenderSender

Encode Encode

Noise

Mediu

Decode Decode

Noise

m

• To make effective communication, sender/receiver need to be aware of these factors:- Nonverbal: 55% of all communication is nonverbal- Paralingual: pitch and tone of voice- Effective listening

Communication Methods• Interactive Communication

– Most efficient way to ensure a common understandingE i h ll id f i– E.g. meetings, phone calls, video conferencing

• Push Communication

– Does not certify that it reached or understood– E.g. letters, email, press release, faxes, voice mail

• Pull communication

– Used for very large information volumes, very largeUsed for very large information volumes, very large audiences

– E.g. intranet site, e‐learninProject manager cannot control all communications but should try to control to prevent miscommunication, unclear directions, and scope creeps.

Communication Management PlanSample

Managing Stakeholder Expectations

• Actively managing the expectation of stakeholders.– Increase the likelihood of project acceptance by negotiatingIncrease the likelihood of project acceptance by negotiating.– Influencing their desire to achieve & maintain project goals.

Add i th t h t b i t• Addressing concerns that have not become issues yet (anticipation).

• Clarifying and resolving issues that have been identified.

ExerciseSituation Communication TypeUpdating the project planPresentations to management

Formal WrittenFormal Verbal

Trying to solve a complex problemMaking notes regarding a telephone conversationMaking changes to a contact

Formal WrittenInformal WrittenFormal Writteng g

Informing a team member of poor performance (first notice)Informing a team member of poor performance (second notice)Scheduling a meeting

Informal VerbalFormal WrittenInformal WrittenScheduling a meeting

Clarifying a work packageRequesting additional resourcesTrying to discover the root cause of a problem

Informal WrittenFormal WrittenInformal VerbalInformal VerbalTrying to discover the root cause of a problem

Sending an email to ask for clarification of an issueHolding a milestone partyConducting a bidder conference

Informal VerbalInformal WrittenInformal VerbalFormal VerbalConducting a bidder conference Formal Verbal

Table taken from PMP Exam Prep 6th Edition, Rita Mulcahy.

PM Skills• Interpersonal skills

• Leadership • Political & cultural• Leadership• Team building• Motivation

• Political & cultural awareness

• NegotiationEt• Communication

• Influencing• Decision making

• Etc.

• Management skills• Presentation skills• Negotiation• Writing skill• Public speaking• Public speaking• Etc.

Effective Meeting• Plan or prepare the meeting

– Set a time/schedule and determine the participants.– Have a clear purpose for each meeting & communicate it in the invitation.p p g– Create the agenda and distribute it in advance.

• Stick to the plan (discipline)

– Begin on time, end on time.– Introduce the moderator and stipulate who will keep the minutes.– End every agenda with a summary and consensus of the participants.

• Good follow‐up

– Send the minutes showing the result along with the to do list.– Get feedback  from the participants.– Monitor the status of all action items.

Project Communications ManagementProject Communications Management includes the processesrequired to ensure timely and appropriate generation, collection,di t ib ti t t i l d lti t di iti fdistribution, storage, retrieval, and ultimate disposition ofproject information.

Project managers spend the majority of their time communicating with teammembers and other project stakeholders, whether they are internal (at allorganizational levels) or external to the organization.organizational levels) or external to the organization.

Effective communication creates a bridge between diverse stakeholdersinvolved in a project connecting various cultural and organizationalinvolved in a project, connecting various cultural and organizationalbackgrounds, different levels of expertise, and various perspectives andinterests in the project execution or outcome.

Project Communications Management Processes10.1 ldentify Stakeholders ‐ The process of identifying all people or

organizations impacted by the project, and documenting relevantinformation regarding their interests, involvement, and impactg g , , pon project success.

10.2 Plan Communications ‐ The process of determining the projectstakeholder information needs and defining a communicationstakeholder information needs and defining a communicationapproach.

10.3 Distribute lnformation ‐ The process 0f making relevantinformation available to project stakeholders as plannedinformation available to project stakeholders as planned.

10.4Manage Stakeholder Expectations‐The process 0f communicatingand working with stakeholders t0 meet their needs andaddressing issues as they occuraddressing issues as they occur,

10.5 Report Performance‐The process 0f collecting and distributingperformance information, including status rep0rts, progressmeasurements, and forecasts.measurements, and forecasts.

Project Communications ManagementCommunication activity has many potential dimensions,including:• lnternal (within the project) and external (customer other• lnternal (within the project) and external (customer, otherprojects, the media, the public),

• Formal (reports, memos, briefings) and informal (emails, ad‐hoc discussions),

• Vertical (up and down the organization) and horizontal (withpeers)peers),

• Official (newsletters, annual report) and unofficial (off therecord communications),

• Written and oral, and• Verbal and non‐verbal (voice inflections, body language).

Project Communications ManagementMost communication skills are common for general management and project management, such as, but not limited to:

• Listening actively and effectively,• Questioning, probing ideas and situations to ensure better understanding,• Educating to increase team's knowledge so that they can be moreEducating to increase team s knowledge so that they can be more 

effective,• Fact‐finding to identify or confirm information,• Setting and managing expectations• Setting and managing expectations,• Persuading a person or organization to perform an action,• Negotiating to achieve mutually acceptable agreements between parties,• Resolving conflict to prevent disruptive impacts, and• Summarizing, recapping, and identifying the next steps.

10.1 Identify StakeholdersIdentify Stakeholders is the process of identifying all people or organizationsimpacted by the project, and documenting relevant information regardingtheir interests, involvement, and impact on project success.

Project stakeholders are persons and organizations such as customers,sponsors, the performing organization, and the public that are activelyinvolved in the project, or whose interests may be positively or negativelyaffected by the execution or completion of the project.

They may also exert influence over the project and its deliverables.Stakeholders may be at different levels within the organization and maypossess different authority levels, or may be external to the performingorganization for the project.

It is critical for project success to identify the stakeholders early in the project, p j y y p jand to analyze their levels of interest, expectations, importance and influence.

10.1.1 ldentify Stakeholders: lnputs

.1  Project Charter:The project charter can provide information about internal and external parties involved in and affected by the project, such as project sponsors, customers, team members, groups and departments participating in the project, and other p p p g p j ,people or organizations affected by the project

.2 Procurement Documents:If a project is the result of a procurement activity or is based on an established contract the parties in that contract are keyon an established contract, the parties in that contract are key project stakeholders. 0ther relevant parties, such as suppliers, should also be considered as part of the project stakeholders list.

10.1.1 ldentify Stakeholders: lnputs

.3  Enterprise Environmental Factors:The enterprise environmental factors that can influence the ldentify Stakeholders process include, but are not limited to:• Organizational or company culture and structure, and• Go ernmental or ind str standards (e g reg lations• Governmental or industry standards (e.g. regulations, product standards).

.4  0rganizational Process Assets:gThe organizational process assets that can influence the ldentify Stakeholders process include, but are not limited to:• Stakeholder register templates,• Lessons learned from previous projects, and• Stakeholder registers from previous projects• Stakeholder registers from previous projects.

10.1.2 ldentify Stakeholders: Tools and Techniques

.1 Stakeholder Analysis:Stakeholder analysis is a process of systematically gatheringand analyzing quantitative and qualitative information todetermine whose interests should be taken into accountthroughout the project.g p jlt identifies the interests, expectations, and influence of thestakeholders and relates them to the purpose of the project.It also helps identify stakeholder relationships that can beleveraged to build coalitions and potential partnerships toenhance the project's chance of success.enhance the project s chance of success.

Stakeholder analysis generally f0llows the steps describednext:

10.1.2 ldentify Stakeholders: Tools and Techniques

Step 1: ldentify all potential project stakeholders and relevantinformation, such as their roles, departments, interests,k l d l l t ti d i fl l lknowledge levels, expectations, and influence levels.Key stakeholders are usually easy to identify.

They include anyone in a decision‐making or management rolewho is impacted by the project outcome, such as the sponsor,the project manager, and the primary customer.

ld tif i th t k h ld i ll d b i t i i• ldentifying other stakeholders is usually done by interviewingidentified stakeholders and expanding the list until all potentialstakeholders are included.

10.1.2 ldentify Stakeholders: Tools and TechniquesStep 2: ldentify the potential impact or support each stakeholder could generate, andclassify them so as to define an approach strategy.ln large stakeholder communities, ii is important to prioritize the key stakeholders toensure the efficient use of effort to communicate and manage their expectationsensure the efficient use of effort to communicate and manage their expectations.There are multiple classification models available including, but not limited to:

• Power/interest grid grouping the stakeholders based on their level of authority• Power/interest grid, grouping the stakeholders based on their level of authority("power") and their level or concern ("interest") regarding the project outcomes;

• Power/influence grid, grouping the stakeholders based on their level of authority("power") and their active involvement ("influence") in the project;( power ) and their active involvement ( influence ) in the project;

• lnfluence/impact grid, grouping the stakeh0lders based on their active involvement("influence") in the project and their ability to effect changes to the project'splanning or execution ("impact"); and

• Salience model, describing classes of stakeholders based on their power (ability toimpose their will), urgency (need for immediate attention), and legitimacy (theirinvolvement is appropriate).

10.1.2 ldentify Stakeholders: Tools and Techniques

Step 3: Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to influence th t h th i t d iti t t ti l tithem to enhance their support and mitigate potential negative impacts.

10.1.2 ldentify Stakeholders: Tools and Techniques.2  Expert Judgment

To ensure comprehensive identification and listing of stakeholders judgment and expertise should be sought fromstakeholders, judgment and expertise should be sought from groups or individuals with specialized training or knowledge on the subject area such as:• Senior management,• 0ther units within the organization,

ld ifi d k k h ld• ldentified key stakeholders,• Project managers who have worked on projects in the 

same area (directly or through lessons learned),same area (directly or through lessons learned),• Subject matter experts (SMEs) in business or project area,• lndustry groups and consultants, and • Professional and technical associations. 

10.1 .3 ldentify Stakeholders: Outputs

.1 Stakeholder Register:The main output of the ldentify Stakeholders process is thestakeholder register This contains all details related to theidentified stakeholders including, but not limited to:• ldentification information: Name organizational position• ldentification information: Name, organizational position,location, role in the project, contact information;

• Assessment information: Major requirements, mainexpectations, potential influence in the project, phase inthe life cycle with the most interest; and

• Stakeholder Classification: lnternal/external• Stakeholder Classification: lnternal/external,  supporter/neutral/resistor, etc.

10.1 .3 ldentify Stakeholders: Outputs

.2 Stakeholder Management Strategy:The stakeholder management strategy defines an approach toincrease the support and minimize negative impacts ofstakeholders throughout the entire project Iife cycle.lt includes elements such as:lt includes elements such as:• Key stakeholders who can significantly impact the project,• Level of participation in the project desired for eachp p p jidentified stakeholder, and

• Stakeholder groups and their management (as groups).A common way of representing the stakeholdermanagement strategy is a stakeholder analysis matrix. Anexample of a blank matrix with column headers is providedp pin Figure 10‐5.

10.2 Plan Communications

Plan Communications is the process of determining the projectstakeholder information needs and defining a communication

happroach.

The Plan Communications process responds to the informationThe Plan Communications process responds to the informationand communications needs of the stakeholders; for example,who needs what information, when they will need it, how it willb i h d b hbe given to them, and by whom.

While all projects share the need to communicate projectWhile all projects share the need to communicate projectinformation, the informational needs and methods ofdistribution vary widely. Identifying the information needs of the

k h ld d d bl f hstakeholders and determining a suitable means of meeting thoseneeds are important factors for project success.

10.2 Plan Communicationsimproper communication planning will lead to problems such as delay inmessage delivery, communication of sensitive information to the wrongaudience, or lack of communication to some of the required stakeholders.

A communication plan allows the project manager to document the approachto communicate most efficiently and effectively with stakeholders.

Effective communication means that the information is provided in the rightformat, at the right time, and with the right impact., g , g p

Efficient communication means providing only the information that isneeded.needed.

The Plan Communications process is tightly linked with enterpriseenvironmental factors since the organization's structure will have a majorenvironmental factors, since the organization s structure will have a majoreffect on the project's communications requirements.

10.2.1 Plan Communications: lnputs

.1  Stakeholder Register:The stakeholder register is described in Section 10.1 .3.1 .

.2  Stakeholder Management StrategyStakeholder management strategy is described in Section 10.1 .3.2

.3  Enterprise Environmental FactorsAll enterprise environmental factors are used as inputs for thisAll enterprise environmental factors are used as inputs for this process since communication must be adapted to the project environment.

10.2.1 Plan Communications: lnputs

.4 Organizational Process Assets:All organizational process assets are used as inputs for thePlan Communications process.0f these, lessons learned and historical information are ofparticular importance because they can provide insights onparticular importance because they can provide insights onboth the decisions taken regarding communications issuesand the results of those decisions in previous similar projects.Th b d idi i f i l hThese can be used as guiding information to plan thecommunication activities for the current project.

10.2.2 Plan Communications: Tools and Techniques.1 Communication Requirements Analysis:

The analysis of the communication requirements determines the informationd f h k h ldneeds of the project stakeholders.

These requirements are defined by combining the type and format of informationneeded with an analysis of the value of that information Project resources areneeded with an analysis of the value of that information. Project resources areexpended only on communicating information that contributes to success, orwhere a lack of communication can lead to failure.

The project manager should also consider the number of potential communicationchannels or paths as an indicator of the complexity of a project's communications.The total number of potential communication channels is n(n‐1)/2,wherer nrepresents the number of stakeholders.

Thus, a project with 10 stakeholders has 10(10‐1)/2 = 45 potential communicationh l A k t f l i th j t' t l i tichannels. A key component of planning the project's actual communications,therefore, is to determine and limit who will communicate with whom and whowill receive what information,

10.2.2 Plan Communications: Tools and TechniquesInformation typically used to determine project communication requirementsincludes:

• 0rganization charts,• Project organization and stakeholder responsibility relationships,• Disciplines departments and specialties involved in the projectDisciplines, departments, and specialties involved in the project,• Logistics of how many persons will be involved with the project and at

which locations,• Internal information needs (e g communicating across organizations)• Internal information needs (e.g., communicating across organizations),• External information needs (e.g., communicating with the media, public, or

contractors), andSt k h ld i f ti f th t k h ld i t d th t k h0ld• Stakeholder information from the stakeholder register and the stakeh0ldermanagement strategy.

10.2.2 Plan Communications: Tools and Techniques

.2 Communication Technology:The methods used to transfer information among projectstakeholders can vary significantly.

For e ample a project team ma se techniq es from briefFor example, a project team may use techniques from briefconversati0ns all the way through to extended meetings, orfrom simple written documents to material (e.g., schedulesand databases) that is accessible online as methods ofcommunication.

10.2.2 Plan Communications: Tools and TechniquesFactors that can affect the communication requirements of a project include:

• Urgency of the need for information. Is project success dependent upong y p j p phaving frequently updated information available on a moment's notice, orwould regularly issued written reports suffice?

• Availability of technology. Are appropriate systems already in place or doy gy pp p y y pproject needs warrant change?

• Expected project staffing. Are the proposed communication systemscompatible with the experience and expertise 0f the project participants,p p p p j p p ,or is extensive training and learning required?

• Duration of the project. ls the available technology likely to change beforethe project is over?p j

• Project environment. Does the team meet and operate on a face{o‐facebasis or in a virtual environment?

10.2.2 Plan Communications: Tools and Techniques.3 Communication Models:

A basic model of communication, shown in Figure 10‐8, demonstrates howinformation is sent and received between two parties, defined as thesender and the receiver. The key components of the model include:

• Encode. To translate thoughts or ideas into a language that isg g gunderstood by others.

• Message and feedback‐message. The output of encoding.• Medium. The method used to convey the message.Medium. The method used to convey the message.• Noise. Anything that interferes with the transmissi0n and understandingof the message (e.g., distance, unfamiliar technology, lack ofbackground information).background information).

• Decode. To translate the message back into meaningful thoughts orideas.

10.2.2 Plan Communications: Tools and TechniquesFigure 10‐8 is a basic communication model:

lnherent in the model is an action to acknowledge a messagelnherent in the model is an action to acknowledge a message.Acknowledgement means that the receiver signals receipt of the message,but not necessarily agreement with the message.

Another action is the response to a message, which means that the receiverhas decoded, understands, and is replying to the message.A t f th i ti th d i ibl f kiAs part of the communications process, the sender is responsible for makingthe lnformation clear and complete so that the receiver can receive itcorrectly, and for confirming that it is properly understood.

The receiver is responsible for making sure that the information is received inits entirety, understood correctly, and acknowledged. A failure incommunication can negatively impact the projectcommunication can negatively impact the project.

10.2.2 Plan Communications: Tools and Techniques

.4 Communication Methods:There are several communication methods used to shareinformation among project stakeholders. These methods canbe broadly classified into:• lnteractive communication Between two or more parties• lnteractive communication. Between two or more partiesperforming a multidirectional exchange of information. lt isthe most efficient way to ensure a common understandingb ll i i ifi d i d i l d iby all participants on specified topics, and includes meetings,phone calls, video conferencing, etc.

10.2.2 Plan Communications: Tools and Techniques

• Push communication. Sent to specific recipients who need toknow the information. This ensures that the information isdi t ib t d b t d t tif th t it t ll h ddistributed but does not certify that it actually reached or wasunderstood by the intended audience. Push communicationincludes letters, memos, reports, emails, faxes, voice mails,, , p , , , ,press releases etc.

• Pull communication. Used for very large volumes ofi f i f l di h i hinformation, or for very large audiences, that requires therecipients to access the communication content at their owndiscretion. These methods include intranet sites, e‐learning,and knowledge repositories, etc.The project manager decides, based on communicationrequirements what how and when communication methodsrequirements, what, how, and when communication methodsare to be used in the project.

10.2.3 Plan Communications: 0utputs

.1 Communications Management Plan:The communications management plan is contained in or is asubsidiary of the project management plan (Section 4.2‐3. 1).The communications management plan can be formal orinformal, highly detailed or broadly framed, and based on the, g y y ,needs of the project.

The communications management plan can also includeguidelines and templates for project status meetings, projectteam meetings, e‐meetings, and e‐mail. The use of a projectteam meetings, e meetings, and e mail. The use of a projectwebsite and project management software can also beincluded if they are used in the project.

10.2.3 Plan Communications: 0utputs

The communications management plan usually provides:• Stakeholder communication requirements;• lnformation to be communicated, including language, format,

content, and level of detail;• Reason for the distrib tion of that information• Reason for the distribution of that information;• Time frame and frequency for the distribution of required

information;;• Person responsible for communicating the information;• Person responsible for authorizing release of confidential

information;• Person or groups who will receive the information;• Methods or technologies used to convey the information• Methods or technologies used to convey the information,

such as memos, e‐mail, and/or press releases;

10.2.3 Plan Communications: 0utputs

• Resources allocated for communication activities, includingtime and budget;

• Escalation process identifying time frames and themanagement chain (names) for escalation of issues thatcannot be resolved at a lower staff level;;

• Method for updating and refining the communicationsmanagement plan as the project progresses and develops;

• Glossary of common terminology;• Flow charts of the information flow in the project, workflows

with possible sequence of authorization list of reports andwith possible sequence of authorization, list of reports, andmeeting plans, etc.; and

• Communication constraints, usually derived from specificlegislation or regulation, technology, and organizationalpolicies, etc.

10.2.3 Plan Communications: 0utputs

.2   Project Document UpdatesProject documents that may be updated include but are not limited to:• Project schedule,• Stakeholder register and• Stakeholder register, and• Stakeholder management strategy.

10.3 Distribute lnformation

Distribute information is the process of making relevantinformation available to pr0ject stakeholders as planned. SeeFi 10 9 d 10 10Figures 10‐9 and 10‐10.lt is performed throughout the entire project life cycle and in allmanagement processes The focus here is mainly in themanagement processes. The focus here is mainly in theexecution process, which includes implementing thecommunications management plan, as well as responding tounexpected requests for information

10.3 Distribute lnformationEffective information distribution includes a number of techniques including:

• Sender‐receiver models. Feedback loops and barriers to communication,• Choice of media. Situation specifics of when to communicate in writingversus orally when to write an informal memo versus a formal report andversus orally, when to write an informal memo versus a formal report, andwhen to communicate face‐to‐face versus by e‐mail.

• Writing style. Active versus passive voice, sentence structure, and wordchoice,choice,

• Meeting management techniques. Preparing an agenda and dealing withconflicts.

• Presentation techniques Body language and design of visual aids• Presentation techniques. Body language and design of visual aids.• Facilitation techniques. Building consensus and overcoming obstacles.

10.3.1 Distribute Information: lnputs.1 Project Management Plan:

The project management plan (Section 4.2.3. 1) contains thecommunications management plan described in Section 10.2.3,1 .

.2 Performance Reports:Performance reports are used to distribute project performance and statusPerformance reports are used to distribute project performance and statusinformation, should be made available prior to project meetings, andshould be as precise and current as possible.Forecasts are updated and reissued based on work performanceForecasts are updated and reissued based on work performancemeasurements provided as the project is executed.Forecast information is often generated using earned value methods, butmay use other methods such as analogy with past projects,may use other methods such as analogy with past projects,re‐estimating remaining work, inclusion of impact of external events in theschedule, and others.

10.3.1 Distribute Information: lnputs.3  0rganizational Process Assets:

The organizational process assets (see Section 2.4.3)that can influence the Distribute lnformation process include, but are not limited to:• Policies procedures and guidelines regarding information• Policies, procedures, and guidelines regarding information distribution,

• Templates, and• Historical information and lessons learned.

10.3.2 Distribute lnformation: Tools and Techniques.1 Communication Methods:

lndividual and group meetings, video and audio conferences, computerchats, and other remote communications methods are used to distribute,information.

2 lnformation Distribution Tools:.2 lnformation Distribution Tools:Project information can be distributed using a variety of tools, including:• Hard‐copy document distribution, manual filing systems, press releases,and shared access electronic databases;and shared‐access electronic databases;

• Electronic communication and conferencing tools, such as e‐mail, fax,voice mail, telephone, video and web conferencing, websites and webpublishing; andpublishing; and

• Electronic tools for project management, such as web interfaces toscheduling and project management software, meeting & virtual officesupport software portals and collaborative work management toolssupport software, portals and collaborative work management tools.

10.3.3 Distribute lnformation: 0utputs.1 Organizational Process Assets Updates:The organizational process assets which may be updatedinclude but are not limited to:include, but are not limited to:

• Stakeholder notifications. lnformation may be provided to stakeholdersabout resolved issues, approved changes, and general project status.

• Project reports. Formal and informal project reports describe projectstatus and include lessons learned, issues logs, project closure reports,and outputs from other Knowledge Areas .

• Project presentations. The project team provides information formallyor informally to any or all of the project stakeholders. The informationand presentation method should be relevant to the needs of theaudience.

10.3.3 Distribute lnformation: 0utputs• Project records. Project records can include correspondence, memos,

meeting minutes, and other documents describing the project. Thisinformation should, to the extent possible and appropriate, be maintainedi i d P j b l i i din an organized manner. Project team members can also maintain recordsin a project notebook or register, which could be physical or electronic.

• Feedback from stakeholders. information received from stakeholdersconcerning project operations can be distributed and used to modify orimprove future performance of the project.

• Lessons learned documentation. Documentation includes the causes ofissues, reasoning behind the corrective action chosen, and other types oflessons learned about information distribution. Lessons learned aredocumented and distributed so that they become part of the historicaldatabase for both the project and the performing organization.

10.4 Manage Stakeholder Expectations

Manage Stakeholder Expectations is the process ofcommunicating and working with stakeholders to meettheir needs and addressing issues as they occur.Manage Stakeholder Expectations involves communicationactivities directed toward project stakeholders to influence theiractivities directed toward project stakeholders to influence theirexpectations, address concerns, and resolve issues, such as:

• Actively managing the expectations of stakeholders toincrease the likelihood of project acceptance by negotiatingand influencing their desires to achieve and maintain theand influencing their desires to achieve and maintain theproject goals

10.4 Manage Stakeholder Expectations

• Addressing concerns that have not become issues yet, usuallyrelated to the anticipation of future problems. These concerns

d t b d d di d d th i k d t bneed to be uncovered and discussed, and the risks need to beassessed, and

• Clarifying and resolving issues that have been identified. They g gresolution may result in a change request or may beaddressed outside of the project, for example, postponed foranother projector phase or deferred to another organizationalanother projector phase or deferred to another organizationalentity.

The project manager is responsible for stakeholder expectationsmanagement. Actively managing stakeholder expectationsdecreases the risk that the project will fail to meet its g0als andobjectives due to unresolved stakeholder issues and limitsobjectives due to unresolved stakeholder issues, and limitsdisrupti0ns during the project.

10.4.1 Manage Stakeholder Expectations: lnputs

.1  Stakeholder Register:The stakeholder register (see Section 1 0.1 .3.1) is a list of the relevant stakeholders for the project. It is used to ensure that all stakeholders are included in the project communications.

.2  Stakeholder Management Strategy:An understanding of stakeholder goals and objectives is used g g jto determine a strategy to manage stakeholder expectations. The strategy is documented in the stakeholder management strategy document (see Section 10 1 3 2)strategy document (see Section 10.1 .3,2).

3 P j M Pl

10.4.1 Manage Stakeholder Expectations: lnputs.3 Project Management Plan:The project management plan (Section 4.2.3.1) contains thecommunications management plan described in Section 10.2.3.1 .Stakeholder requirements and expectations provide anunderstanding of stakeholder goals, objectives, and level ofcommunication required during the project.q g p jThe needs and expectations are identified, analyzed, anddocumented in the communications management plan, which is asubsidiary of the project management plansubsidiary of the project management plan.

.4 lssue Log:An issue l0g or action item log can be used t0 document and monitorthe resolution of issues. It can be used to facilitate communicationand ensure a common understanding of issues. Issues do not usuallyrise to the importance of becoming a project or activity but areusually addressed in order to maintain good, constructive workingrelationships among various stakeholders, including team members.

10.4.1 Manage Stakeholder Expectations: lnputs

.5 Change Log:A change Iog is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, must be communicated to the appropriate stakeholders.pp p

.6  Organizational Process Assets:The organizational process assets that can influence the Manage Stakeholder Expectations processinclude, but are not limited to:O i ti l i ti i t• Organizational communication requirements,

• lssue management procedures,• Change control procedures andChange control procedures, and• Historical information about previous projects.

10.4.2 Manage Stakeholder Expectations: Tools and Techniques

.1 Communication Methods:The methods of communication identified for each stakeholder in the communications managementplan are utilized during stakeholder management.

2 Interpersonal Skills.2  Interpersonal Skills:The project manager applies appropriate interpersonal skills to manage stakeholder expectations.g pFor example:• Building Trust,• Resolving conflict,• Active listening, and

h• Overcoming resistance to change.

10.4.2 Manage Stakeholder Expectations: Tools and Techniques

.3 Management Skills:Management is the act 0f directing and controlling a group ofpeople for the purpose of coordinating and harmonizing thegroup towards accomplishing a goal beyond the scope ofindividual effort.Management skills used by the project manager include butare not limited to:• Presentation skills,• Negotiating,W iti kill d• Writing skills, and

• Public speaking,

10.4.3 Manage Stakeholder Expectations: 0utputs1 0 i ti l P A t U d t.1 0rganizational Process Assets Updates:

Organizational process assets that may be updated include, but are notlimited to:• Causes of issues,• Reasoning behind corrective actions chosen, and• Lessons learned from managing stakeholder expectations.

.2 Change Requests:Managing stakeholder expectations may result in a change request t0 theproduct or the project. It may also include corrective or preventive actionsproduct or the project. It may also include corrective or preventive actionsas appropriate.

.3 Project Management Plan Updates:Elements of the project management plan that may be updated includeElements of the project management plan that may be updated include,but are not limited to, a communications management plan. This isupdated when new or changed communication requirements areidentified.identified.

10.4.3 Manage Stakeholder Expectations: 0utputs.4 Project Document Updates:

Project documents that may be updated include, but are notlimited to:limited to:

• Stakeholder management strategy. This is updated as a result ofaddressing concerns and resolving issues‐ For example, it may bedetermined that a stakeholder has additional informational needs.

• Stakeholder register. This is updated as information on stakeholderschange, when new stakeholders are identified or if registeredstakeholders are no longer involved in or impacted by the project, orother updates for specific stakeholders are required.

• lssue log. This is updated as new issues are identified and current issuesare resolved.

10.5 Report Performance

Report Performance is the process of collecting and distributingperformance information, including status reports, progress

t d f t S Fi 10 13 d '10 14measurements, and forecasts. See Figures 10‐13 and '10‐14.

The performance reporting process involves the periodicThe performance reporting process involves the periodiccollection and analysis of baseline versus actual data tounderstand and communicate the project progress and

f ll f h j lperformance as well as to forecast the project results.

Performance reports need to provide information at anPerformance reports need to provide information at anappropriate level for each audience.

The format may range from a simple status report to moreelaborate reports.

10.5 Report Performance

More elaborate reports may include:• Analysis of past performance,• Current status of risks and issues,• Work completed during the period,• Work to be completed next,• Summary of changes approved in the period, and• Other relevant information which must be reviewed and• Other relevant information which must be reviewed and discussed

A complete report should also include forecasted project completion (including time and cost). These reports may be prepared regularly or on an exception basis.

10.5.1 Report Performance: lnputs.1 Project Management Plan:The project management plan provides information on projectbaselinesbaselines.The performance measurement baseline is an approved plan forthe project work to which the project execution is compared, andd d f ldeviations are measured for management control.The performance measurement baseline typically integrates scope,schedule, and cost parameters of a project, but may also include, p p j , ytechnical and quality parameters..2 Work Performance lnformation:

f f ll d fInformation from project activities is collected on performanceresults such as:• Deliverables status,,• Schedule progress, and• Costs incurred.

10.5.1 Report Performance: lnputs.3  Work Performance Measurements:

Work performance information is used to generate project activity metrics to evaluate actualactivity metrics to evaluate actualprogress compared to planned progress. These metrics include, but are not limited to:• Planned versus actual schedule performance,• Planned versus actual cost performance, and• Planned versus actual technical performance.

.4  Budget Forecasts:B d t f t i f ti f th C t l C t (7 3 3 2 )Budget forecast information from the Control Cost (7.3.3.2 ) provide information on the additional funds that are expected to be required for the remaining work, as well as estimates for the completion of the total project work.

10.5.1 Report Performance: lnputs

.5 0rganizational Process Assets:The organizational process assets ihat can influence the Report Performance process include, but are not limited to:• Report templates,• Policies and proced res that define the meas res and• Policies and procedures that define the measures and indicators t0 be used, and

• 0rganizationally defined variance limits.g y

10.5.2 Report Performance: Tools and Techniques.1 Variance Analysis:

Variance analysis is an after‐the‐fact look at what caused adifference between the baseline and the actual performance. Thedifference between the baseline and the actual performance. Theprocess for performing variance analysis may vary depending on theapplication area, the standard used, and the industry. Commonsteps are:steps are:• Verify the quality of the information collected to ensure that it iscomplete, consistent with past data, and credible whencomparing with other project or status informationcomparing with other project or status information,

• Determine variances, comparing the actual information with theproject baseline and noting all differences both favorable andunfavorable to the project outcome. Earned value managementuses specific equations to quantify variances.

• Determine the impact of the variances in the project cost andp p jschedule as well as in other areas of the project (i.e., qualityperformance adjustments and scope changes, etc.).

10.5.2 Report Performance: Tools and Techniques.2 Forecasting Methods:Forecasting is the process of predicting future projectperformance based on the actual performance to dateperformance based on the actual performance to date.Forecasting methods may be classified in different categories:

• Time series methods. Time series methods use historical data as the basisfor estimating future outcomes. Examples of methods in this category mayinclude earned value, movingaverage, extrapolation, linear prediction, trend estimation, and growthcurve.

• Causal/econometric methods. Some forecasting methods use the/ gassumption that it is possible to identify the underlying factors that mightinfluence the variable that is being forecasted, For example, sales ofumbrellas might be associated with weather conditions.

10.5.2 Report Performance: Tools and Techniques• Judgmental methods. Judgmental forecasting methods incorporate

intuitive judgments, opinions, and probability estimates. Examples ofmethods in this category are composite forecasts, surveys, Delphi method,scenario building, technology f0recasting, and forecast by analogy.

• Other methods. 0ther methods may include simulation, probabilisticforecasting, and ensemble forecasting.

.3 Communication Methods:Status review meetings can be used to exchange and analyzeStatus review meetings can be used to exchange and analyzeinformation about the project progress and performance. Theproject manager generally uses a push communication

h i d fi d i 10 2 2 41 di ib ftechnique as defined in 10.2.2.41 to distribute performancereports.

10.5.2 Report Performance: Tools and Techniques

.4 Reporting Systems:A reporting system provides a standard tool for the projectmanager to capture, store, and distribute information tostakeholders about the project cost, schedule progress, andperformance.pSoftware packages allow the project manager to consolidatereports from several systems and facilitate report distribution

h j k h ldto the project stakeholders.Examples of distribution formats may include tablereporting spreadsheet analysis and presentations Graphicreporting, spreadsheet analysis, and presentations. Graphiccapabilities can be used to create visual representations ofproject performance information.

10.5.3 Report Performance: Outputs

.1 Performance Reports:Performance reports organize and summarize the informationgathered, and present the results of any analysis as comparedt0 the performance measurement baseline.Reports should provide the status and progress informationReports should provide the status and progress information,at the level of detail required by various stakeholders, asdocumented in the communications management plan.C f f f i l d bCommon formats for performance reports include barcharts, S‐curves, histograms, and tables. Variance analysis,earned value analysis, and forecast data is often included asearned value analysis, and forecast data is often included aspan of performance reporting. Figure 10‐1 5 gives a tabularview of earned value data (Section 7.3.2.1 ).

10.5.3 Report Performance: Outputs

More elaborate reports may include:• Analysis of past performance,• Current status of risks and issues,• Work completed during the reporting period,• Work to be completed during the next reporting period,• Summary 0f changes approved in the period,• Results of variance analysis• Results of variance analysis,• Forecasted project completion (including time and cost), and• Other relevant information to be reviewed and discussed.Other relevant information to be reviewed and discussed.

10.5.3 Report Performance: Outputs

.2 Organizational Process Assets Updates:The organizational process assets that can be updatedinclude, but are not limited to, report formats and lessonslearned documentation, including the causes of issues,reasoning behind the corrective action chosen, and otherg ,types of lessons learned about performance reporting.Lessons learned are documented so that they become part ofthe historical database for both this project and thethe historical database for both this project and theperforming organization.

10.5.3 Report Performance: Outputs

.3 Change Requests:Analysis of project performance often generates changerequests. These change requests are processed through thePerform lntegrated Change Control process (Section 4.5) asfollows:• Recommended corrective actions include changes thatbring the expected future performance of the project in linei h h j l dwith the project management plan, and

• Recommended preventive actions can reduce theprobability of incurring future negative projectprobability of incurring future negative projectperformance.

For more information do not hesitate to contact me.

Ahmad H. Maharma ‐ PMP®

• Ramallah, Palestine • Phone: + (972) (2) 2968644• Mobile: + (972) (599) 001155

E‐Mail: ahmad.maharma@gmail.com